HRMAttractingE

,单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,Lecture Four,Attracting Human Resources:,Job Design, Employee Recruitment and Selection,Issues:,1. What are the three ways in which effective HR planning can enhance a firms competitive advantage?,2. What is human resource planning?,3. Why shall all managers pay attention to HRM?,4. What is Job analysis?,5. Why do we need Job description?,6. What criteria de we consider when we recruit expatriates?,7. How to conduct job interviews?,HRM Practices,Pre-Selection Practices,HR planning,Job analysis,Selection Practices,Recruitment,Selection,Post-Selection Practices,Training/development,Performance appraisal,Compensation,Productivity improvement,programs,Practices Affected by External Factors,Workplace justice,Unions,Safety and health,International,Employee-Centered Outcomes,Competence,Motivation,Work-related attitudes,Organization-Centered Outcomes,Output,Retention,Legal compliance,Company image,Competitive,Advantage,Cost leadership,Product differentiation,I. Three ways in which effective HR Planning can enhance a firms competitive advantage,1. Links HRM practices to organizational goals,2. Serves as a building block for future HRM practices,3. Avoids the consequences associated with the failure to plan for human resources (e.g., responding reactively, rather than proactively),II. What is HR Planning?,HR planning is a process that,-enables organizations to anticipate their future HRM needs,-identifies practices that will help them meet those needs.,1. Why do some companies avoid HR planning?,Some companies see HR planning as too difficult and frustrating. Others simply dont see the need for it.,2. What is Strategic Planning,Strategic planning,refers to a process in which a company specifies its overall purposes and objectives, and indicates how these are to be achieved.,The strategic planning process typically consists of the following activities:,1. Determine the organizational mission.,2. Scan the organizational environment.,3. Set strategic goals.,4. Formulate a strategic plan, part of which addresses,human resource needs.,3. Demand Forecasting: Definition,Demand forecasting,is a process used in HR planning that entails predicting the number and types of people the organization will need at some future point in time.,Demand Forecasting: Approaches,Statistical approaches,Using a statistical approach, an organization predicts needed workforce size on the basis of certain business factors. Most commonly used methods are as follows:,trend analysis: past business trends,ratio analysis: btw business factor &,employees needed,regression analysis: determine the number of employees needed for the future.,Demand Forecasting: Approaches,Judgmental Approaches,They involve the use of human judgment, rather than a manipulation of numbers. The most commonly used judgmental techniques are:,group brainstorming,sales force estimates,4. Supply Forecasting: Definition,Supply forecasting,is a process used to estimate which organizational positions will be filled at some future point in time.,5. Outcomes of the HR Planning Process,When the HR planning process is completed, a firm must establish and implement HRM practices to help it meet its HR needs. We will focus on specific HRM practices designed to help organizations deal with anticipated oversupplies and undersupplies of personnel.,6. Dealing with an Oversupply of Personnel,When an organizations strategic plan calls for restructuring, the HRM response is usually one of downsizing. Downsizing often means layoffs. Because of the negative outcomes that are often associated with layoffs, employers are encouraged to seek alternatives, such as hiring freezes, early retirements, restricted overtime, job sharing, pay reductions and the like.,7. Dealing with an Undersupply of Personnel,In face of a possible undersupply of personnel at some future point in time, the organization has the following options to resolve the problem.,hiring additional workers,improving the productivity,improving retention rates,using overtime, additional shifts, job,reassignments or temporary workers.,8. What are the likely consequences when HR planning is omitted?,An organization may be unable to correctly anticipate an increase in its future demand for personnel. At best, such a company would be forced to recruit personnel at the last minute and may thus fail to find the best candidate. At worst, the company may become seriously understaffed. This understaffing could cause existing employees to experience a great deal of stress as they attempt to meet the additional demand without adequate resources and assistance. And if the needed work is not getting done, the firm may ultimately experience an increase in back orders which cause a decrease in customer good will, an increase in competition, and a loss of market share.,III. Job Analysis: The most Basic Human Resource Management Tool,Task Responsibilities Duties,|,Job Description,Job Analysis,Job Specifications,|,Knowledge Skills Abilities,HR Planning,Recruitment,Selection,Training & Development,Performance Appraisal,Compensation & Benefits,Safety & health,Employee & Labor,Relations,HR Research,Equal Employment,Job Analysis and Other HR Activities,Job Analysis,Job Descriptions,Job Specifications,Union Relations,HR Planning,Health, Safety,and Security,Performance,Appraisal,Recruiting,Selection,Training and,Development,Compensation,Typical Job Analysis Process,A,Identify Jobs and Review Existing Documentation,B,Explain Process to Managers and Employees,C,Conduct Job Analysis Using Interview,Questionnaires,or Observations,D,Prepare Job Descriptions and Specifications,E,Maintain and update Job Descriptions and Specifications,Nature of Job Analysis,-Work activities and behaviors,-Interactions with others,-Performance standards,-Machines and equipment used,-Working conditions,-Supervision given and received,-Knowledge, skills, and abilities needed,Job Analysis,Job:,A grouping of similar positions having common tasks, duties and responsibilities.,Task:,A distinct identifiable work activity composed of motions.,Duty:,A large work segment composed of several tasks that are performed by individual.,Responsibilities:,Obligation to perform certain tasks and duties.,Job Analysis,Position:,The task and responsibilities performed by one person; there is a position for every individual in an organization.,(A job performed by one person.),(In a work group consisting of a supervisor, 2 senior clerks, and 4 word processing operators, there are 3 jobs and 7 positions),Job Analysis:,The systematic process of determining the skills, duties, and knowledge required for performing specific jobs in an organization.,Job Analysis,The,purpose,is to obtain answers to six important questions:,1. What physical and mental tasks does the worker,accomplish?,2. When is the job to be completed?,3. Where is the job to be accomplished?,4. How does the person do the job?,5. Why is the job done?,6. What qualifications are needed to perform the job?,Job Analysis,Components Developed by Job Analysis:,Job analysis provides the information necessary to develop job descriptions and specifications.,Job description:,A document that provides information regarding the task, duties, and responsibilities of a job.,Performance Standards:,Indicators of what the job accomplishes and what performance is considered satisfactory in each area of the job description.,Job Analysis,Job specification:,A document that outlines the minimum acceptable qualifications (knowledge, skills, and abilities) a person needs to do the job satisfactorily.,-Knowledge, skills, and abilities (KSAs): including education, experience, work skill requirements, personal requirements, mental, and physical requirements, and working conditions and hazards.,Job Description and Specifications,Position Title:,Human Resource Assistant Job Number:_,Department:,Human Resources Grade: 6,Reports to,: Human Resources Manager Status: Nonexempt,Class: Clerical,General Summary:,Provide support for the HR Dept. by maintaining highly confidential personnel records in physical files, updating HR database, and preparing reports. Assists in various projects and ,managers some projects in the absence of the HR manager.,Essential Job Functions:,1. Maintains personnel records in files and updates computer records to ensure compliance with regulations. (55%),2. Retrieves, complies, and prepares various external and internal reports such as regular and enhanced retiree reports for accounting. (15%),3. Answers employee questions regarding HR matters such as benefit inquires and problems. (10%),Job Description and Specifications,4. Write, edits, and coordinates printing and layout of company newsletter. (5%),5. Attends meetings and conducts off-site business on an as-needed basis. (5%),6. Assists HR manager with projects as needed. (5%),7. Performs other related duties as assigned by management. (5%),Knowledge, Skills, and Abilities:,1. Knowledge of HR practices and procedures.,2. Knowledge of and skill in using computer software, including WordPerfect or MS Word, and Excel or Lotus.,3. Skill in operating various office equipment, such as personal computer, calculator, facsimile, copy machine, camera, document shredder, typewriter, laminator, and Logitech scanner.,4. Ability to pay close attention to detail and coordinate various activities simultaneously.,5. Ability to communicate with customers, co-workers, and business contacts in a courteous and professional manner.,6. Ability to work with minimal supervision.,7. Ability to maintain confidentiality.,Job Description and Specifications,Education and Experience:,College graduate or equivalent, plus one to two years specialized secretarial training with emphasis in computer. One year experience in HR or related field. Additional training or education helpful.,Physical Requirements:,0-24% 25-49% 50-74% 75-100%,Seeing: x,Must be able to read reports and use computer,-,Hearing: x,Must be able to hear well enough to,communicate with co-workers.,-,Standing/Walking/mobility: x,Must be able to stand to open files and operate,office machines; mobility between departments,and to attend meetings of employees and managers.,Job Description and Specifications,0-24% 25-49% 50-74% 75-100%,Climbing/Stooping/Kneeling: x,-,Lifting/Pulling/Kneeling: x,-,Fingering/Grasping/Feeling: x,Must be able to write, type, and use phone system.,-,Physical Dimensions:,Medium Work: Exerting up to 50 pounds of force occasionally, and/or up to 20 pounds of force frequently, and/or up to 10 pounds of force constantly to move objects.,-,Note: The statements herein are intended to describe the general nature and level of work being performed by employees assigned to this classification. They are not intended to be construed as an exhaustive list of all responsibilities, duties, and skills required of personnel so classified.,IV. Employee Recruitment and Selection,The Recruiting Process,Human Resource Plan,Ongoing General Recruiting Visibility,Using Requisition,Manager Notifies HR Unit of Opening,HR Recruiter and Manager Review JOB and Needed Qualifications,Internal Sources Are Checked(Promotion,Job Posting, etc.),External Sources Used,Selection Process,Follow-up and Evaluation and Tie Back to HR Plan,Recruiting Evaluation,Quantity of applicants,EEO goals met,Quality of applicants,Cost per applicant hired,Time required to fill openings,Employment Application Policies,-Applications are accepted only when there is an opening,-Only persons filling out application blanks are considered applicants,-A persons application ceases to be effective after a certain date,-Only a certain number of applications will be accepted,-People must apply for a specific job, not “any job”,Multinational Staffing Policies,Four Approaches:,Ethnocentric,Polycentric,Geocentric,Regiocentric,Multinational Staffing Policies,The Ethnocentric Approach:,All key positions are filled by parent-country nationals.,Some Advantages:,Parent-country nationals (PCNs) can ensure the subsidiary complies with overall corporate objectives and policies,PCNs can maintain good communication, coordination, and control links with corporate headquarters.,Multinational Staffing Policies,Some disadvantages:,This policy Limits the promotion opportunities of HCNs, may leads to reduced productivity and increased turnover.,The adaptation of expatriates to host country often take a long time.,Income-gap in favor of PCNs is viewed by HCNs as unjustified.,Expatriates are also very expensive to maintain in international locations.,Multinational Staffing Policies,The Polycentric Approach:,HCNs are recruited to manage subsidiaries in their own country and PCNs occupy positions at corporate headquarters.,Main advantages:,Employing HCNs eliminates language barriers, avoid adjustment problems, removes the needs of expensive cultural training programs.,Allowing MNEs to take a lower profile in sensitive political situations.,Spending less money to attract high-quality applicants.,Giving continuity to the management of foreign subsidiaries.,Multinational Staffing Policies,Geocentric:,utilizing the best people for the key jobs throughout the organization, regardless of nationality.,Some Advantages:,Highly competent employees are available not only at headquarters, but also in the subsidiaries;,International experience is a condition for success in top positions;,Multinational Staffing Policies,Some Advantages,(continued):,Managers with high potential and ambition for promotion are constantly ready to be transferred from one country to another; and,Competent and mobile managers have an open disposition and high adaptability to different conditions in their various assignments.,Multinational Staffing Policies,The Regiocentric Approach:,defining as functional rationalization on a more-than-one country basis, one way is to divide its operations into geographical regions and transfer staff within these regions.,A U.S.-based firm could create three regions:,Asia-pacific,America,Europe,(say a Singaporean to China, a Taiwanese to Japan, and a Korean to Malaysia.),Multinational Staffing Policies,Some Advantages:,Allowing interaction between executives transferred to regional headquarters from subsidiaries in the region and PCNs posted to the regional headquarters.,Moving from a purely ethnocentric or polycentric approach to a geocentric approach.,Multinational Staffing Policies,Based on top-management attitudes, a multinational can pursue one of several approaches to international staffing. It may even proceed on an,ad hoc,basis, rather than systematically selecting one of the four approaches.,Recruitment: Currently Used Recruitment Methods,1. Job Fairs,2. Ads on the Internet,3. Ads in Trade or,Professional Journals,4. Professional Recruiters,5. Unsolicited Applications,6. College Placement Offices,7. Employment/Temporary,Agencies,8. Word-of Month/,Networking,9. Internal postings,10. Employee Referrals,11. newspaper Classified,Advertisements,Recruitment and Selection,Three different types of employees:,Parent-country nationals (PCNs),Host-country nationals (HCNs),Third-country nationals (TCNs),Recruitment and Selection,Parent-country nationals (PCNs),Advantages:,Organizational control and coordination is maintained and facilitated,Promising managers are given international experience,PCNs may be the best people for the job because of special skills and experiences,There is assurance that subsidiary will comply with company objectives, policies, and so on.,Recruitment and Selection,Parent-country nationals (PCNs),Disadvantages:,The promotional opportunities of HCNs are limited,Adaptation to host country may take a long time,PCNs may impose an inappropriate HQ style,Compensation for PCNs and HCNs may differ.,Recruitment and Selection,Host-country nationals (HCNs),Advantages:,Language and other barriers are limited,Hiring costs are reduced, and no work permit is required,Continuity of management improves, since HCNs stay longer in positions,Government policy may dictate hiring of HCNs,Morale among HCNs may improves as they see career potential,Recruitment and Selection,Host-country nationals (HCNs),Disadvantages:,Control and coordination of HQ may be limited,HCNs have limited career opportunity outside the subsidiary,Hiring HCNs limits opportunities for PCNs to gain foreign experience,hiring HCNs could encourage a federation of national rather than global units.,Recruitment and Selection,Third-country nationals (TCNs),Advantages:,Salary and benefit requirements may be lower than for PCNs,TCNs may be better informed than PCNs about host-country environment,Disadvantages:,Transfer must consider possible national animosities (e.g., India and Pakistan),The host government may resent hiring TCNs,TCNs may not want to return to their own countries after assignment,Expatriate Selection,Predicting future performance potential when hiring or promoting staff is challenging at the best of times, but operating in foreign environments certainly adds another level of uncertainty.,Issue of Expatriate Failure:,What?,A return home before the period of,assignment is completed,Issue of Expatriate Failure,Why?,A selection error?,Expatriates Ineffective and poor adjustment?,Spouse and family members inability to adjust?,Reasons for Expatriate Failure,(in descending order of importance),U.S. Firms,Inability of spouse to adjust,Managers inability to adjust,Other family reasons,managers personal or emotional maturity,Inability to cope with larger international responsibility,Japanese Firms,Inability to cope with larger international responsibility,Difficulties with new environment,Personal or emotional problems,Lack of technical competence,inability of spouse adjust,Issue of Expatriate Failure,Failure Rate,Harzings report: Samples,U.S. multinationals (N=80),European multinationals (N=29),Japanese multinationals (N=35),24% of the U.S. firms had recall rates below 10%,59% of the West European, less than 5%,76% of the Japanese firms, less than 5%,Issue of Expatriate Failure,Costs Associated with Expatriate Failure,Direct Cost:,airfare,relocation expenses,salary,training,Issue of Expatriate Failure,Costs Associated with Expatriate Failure,Indirect Costs:,loss of market share,difficulties with host-government officials,productivity suffer,expatriates lose self-esteem, self-confidence, and prestige among peers, decreased motivation, lack of promotional opportunities,threatened expatriates fami